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  1. Dialogic Collaboration across Sectors: Partnering for Sustainability.Nathan Colaner, Jessica Ludescher Imanaka & Gregory E. Prussia - 2018 - Business and Society Review 123 (3):529-564.
    A substantial body of literature in the management discipline has evolved to make the case for and analyze the impacts of cross‐sector partnerships (CSPs). Yet, not all of these CSPs manifest the requisite collaborative propensities to achieve much more than superficial sustainability. Moreover, other disciplines like economics need to be brought to bear on analyses of such partnerships. In this article, we frame sustainable development challenges as collective action problems. We argue that over‐emphasizing the role of a single actor or (...)
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  • Personalist Business Ethics and Humanistic Management: Insights from Jacques Maritain. [REVIEW]Alma Acevedo - 2012 - Journal of Business Ethics 105 (2):197-219.
    The integration of personalism into business ethics has been recently studied. Research has also been conducted on humanistic management approaches. The conceptual relationship between personalism and humanism , however, has not been fully addressed. This article furthers that research by arguing that a true humanistic management is personalistic. Moreover, it claims that personalism is promising as a sound philosophical foundation for business ethics. Insights from Jacques Maritain’s work are discussed in support of these conclusions. Of particular interest is his distinction (...)
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  • For Humanistic Management and Against Economics.Sigmund Wagner-Tsukamoto - 2018 - Business and Society Review 123 (3):459-488.
    The paper critiques the relationship between personalist ethics and institutional economics, and accepts that institutional economics can be difficult to reconcile with humanistic management that builds on personalist ethics. Even so the paper connects impersonalist ethics with institutional economics. On this ground, the paper demonstrates how theory and practice of personalist humanist management can lean on impersonalist ethics, i.e., institutional economics. Three pathways are laid out for such leanings. It is argued that to understand these alignments is important to improve (...)
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  • Self-Sustaining Practices of Successful Social Change Agents: A Retreats Framework for Supporting Transformational Change.Erica L. Steckler & Sandra Waddock - 2018 - Humanistic Management Journal 2 (2):171-198.
    We advance a framework of three types of “retreats” – reflective, relational, and inspirational – that social change agents can use to sustain themselves through challenges inherent in their work. Retreats are defined as intentionally crafted spaces that provide opportunities for reflective practices, relational presence, and inspirational resources. The retreats framework is based on the experiences of a set of successful social entrepreneurs who have played a prominent role in establishing new organizations at the intersection of business in society. We (...)
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  • Re-Thinking Management: Insights from Western Classical Humanism: Humanistic Management: What Can We Learn from Classical Humanism?Vianney Domingo & Domènec Melé - 2022 - Humanistic Management Journal 7 (1):1-21.
    A variety of theories of management and organizational studies have failed to consider the human being in his or her integrity and, thus, fall short of being humanistic. This article seeks to contribute to the recovery of a more complete view of the human being in management, learning from classical humanism developed throughout Western Civilization, from the Greek and Roman Philosophers and the Judeo-Christian legacy to the Renaissance. More specifically, it discusses several relevant aspects of this Classical humanism, which can (...)
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